Demand is rising. Who owns turning it into revenue?
In a fast-growing market, unfocused campaigns waste the opportunity. We find, vet and match a senior commercial executive who embeds in your Ho Chi Minh City company part time and takes ownership of the whole revenue system.
How a commercial leadership gap shows up in Saigon
These patterns are common in companies growing faster than their commercial team:
Busy channels, unclear returns
Zalo, TikTok, Facebook and the marketplaces all show activity, but nobody can say which of them actually drives sales.
Hard to tell apart
In a crowded, fast-growing consumer market, a good product without a clear position gets lost among bigger brands.
Leads lost between teams
Marketing and sales each blame the other, and without a senior commercial owner the best enquiries go cold.
Three markets, no single plan
Domestic sales, export buyers and regional distributors all compete for the same small team, and none gets the focus it needs.
Expansion without a method
New sectors, global-brand supply contracts or regional markets pursued without a senior leader designing how to win them.
The founder's network has limits
Relationships brought the first customers. The next wave needs a repeatable system that works without the founder in every deal.
A fractional CMO from our collective takes ownership of revenue growth and answers for the results, not the volume of activity.
Who this is for, and who it is not
Best for
- Revenue that has plateaued after the early channels ran their course
- Marketing spend going out with little pipeline you can trust coming back
- Sales and marketing pulling apart, with no one owning the number
- A founder still carrying the commercial engine personally
- A new segment or market that needs a proper go-to-market motion
Not for
- A single campaign or asset an agency could deliver and hand back
- A business with no product-market fit or revenue to build on yet
- A tactical execution gap a specialist hire would fill
- Teams unwilling to give one operator ownership of the number
More than one executive behind your growth
One commercial leader, supported by senior peers and the governance we provide.
Selling and delivering in step
When orders will stretch operations, a fractional COO can join the CMO so that growth does not break delivery.
Lessons from other growth stories
Your CMO can draw on peers who have run growth plans, modelled unit economics and chosen marketing technology in fast-moving markets.
A wider senior circle
Commercial decisions touch finance, operations and technology, and our collective gives your CMO senior colleagues in each.
Continuity in the pipeline
If your CMO moves on, we manage the handover and start the next search from the brief and notes we hold.
From diagnosis to revenue momentum
A structured engagement that moves from diagnosis to a working pipeline within months.
Commercial diagnostic (weeks 1–2)
Audit your current position, spend, attribution, pipeline, ICP definition, competitive positioning, team capability, and which commercial gap is the real constraint.
Strategy and sign-off (weeks 3–4)
A clear, actionable go-to-market strategy with prioritised channels, 90-day milestones, and commercial KPIs.
Execution begins (month 2–3)
Channel activation, team direction, agency management, content and campaign deployment.
Ongoing commercial review
Monthly pipeline tracking. Continuous optimisation. Your commercial leader stays accountable for revenue outcomes.
Do you need a fractional CMO, a CRO, or something else?
Revenue plateaus for different reasons. The right operator depends on where the commercial system is breaking.
The leaders behind faster, steadier revenue
A CMO usually leads, with operations and finance close behind.
Revenue leaders from
